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Title: Conrad Hilton


1
Conrad Hilton
2
Excellence NOW Tom Peters/09 October
2012 Fall Conference-Leadership Summit Nyenrode
Business Universiteit Breukelen/Brooklyn (slides
_at_ tompeters.com/excellencenow.com)
3
Conrad Hilton, at a gala celebrating his career,
was called to the podium and asked, What were
the most important lessons you learned in your
long and distinguished career? His answer
4
remember to tuck the shower curtain inside the
bathtub.
5
You get em in the door with location,
location, locationand a terrific architect. You
keep em coming back with the tucked in shower
curtain! Profit rarely comes from transaction
1 it is a byproduct of transaction 2, 3, 4
6
Execution is strategy. Fred Malek
7
Sports You beat yourself!
8
Execution is the job of the business
leader.Larry Bossidy Ram Charan/ Execution
The Discipline of Getting Things Done
9
When assessing candidates, the first thing I
looked for was energy and enthusiasm for
execution Does she talk about the thrill of
getting things done, the obstacles overcome, the
role her people played or does she keep
wandering back to strategy or philosophy?
Larry Bossidy, Execution
10
WOW!!Observed closely The use of I or we
during a job interview. Source Leonard Berry
Kent Seltman, chapter 6, Hiring for Values,
Management Lessons From Mayo Clinic
11
Excellence in Execution Deepest Blue Ocean
12
Does/will the next presentation you give/
review allot more time to the process/
details/politics of implementing than to the
analysis of the problem/opportunity?
13
Service/Excellence/Immoderation
14
Service
15
Organizations exist to serve. Period. Leaders
live to serve. Period.
16
Excellence
17
Why in the World did you go to Siberia?
18
Enterprise (at its best) An emotional, vital,
innovative, joyful, creative, entrepreneurial
endeavor that elicits maximum
concerted human
potential in the
wholehearted pursuit of EXCELLENCE in service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
19
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
20
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
21
Hard is Soft. Soft is Hard.
22
EXCELLENCE is not an "aspiration. EXCELLENCE
is THE NEXT FIVE MINUTES.
23
EXCELLENCE is not an "aspiration." EXCELLENCE is
THE NEXT FIVE MINUTES. EXCELLENCE is your next
conversation. Or not. EXCELLENCE is your next
meeting. Or not. EXCELLENCE is shutting up and
listeningreally listening. Or not. EXCELLENCE is
your next customer contact. Or not. EXCELLENCE is
saying Thank you for something small. Or
not. EXCELLENCE is the next time you shoulder
responsibility and apologize. Or not. EXCELLENCE
is waaay over-reacting to a screw-up. Or
not. EXCELLENCE is the flowers you brought to
work today. Or not. EXCELLENCE is lending a hand
to an outsider whos fallen behind schedule. Or
not. EXCELLENCE is bothering to learn the way
folks in finance or IS or HR think. Or
not. EXCELLENCE is waaay over-preparing for a
3-minute presentation. Or not. EXCELLENCE is
turning insignificant tasks into models of
EXCELLENCE. Or not.
24
EXCELLENCE is THE NEXT FIVE MINUTES.
25
Or not.
26
Immoderation
27
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
28
One really First thing Before First Things
29
Yes, Prime Minister
30
1
31
Little BIG
32
2
33
7X. 730A-800P. F12A.730AM 715AM.800PM
815PM.
34
2,000,000
35
3
36
It BEGINS (and ENDS) in the
37
parking lotDisney
38
Carls Street- Sweeper
39
4
40
Red light flashes -10
41
Dont like it? Dont pay. Source Granite Rock
Co.
42
5
43
Conveyance Kingfisher Air Location Approach to
New Delhi
44
May I clean your glasses, sir?
45
Let me help you down the jetway.
46
6
47
Big carts 1.5X Source WalMart
48
Bag sizes New markets B Source
PepsiCo
49
7
50
ltTGWand gtTGRThings Gone WRONG-Things
Gone RIGHT
51
TGRs. Manage em. Measure em. I use
manage-measure a lot. Translation These are
not soft ideas they are exceedingly important
things that can be managedAND measured.
52
Perception is all there is
53
Promised vs Delivered 15 Source Elgin
Corrugated Box
54
Customers describing their service experience as
superior 8 Companies describing the service
experience they provide as superior
80 Source Bain Company survey of 362
companies, reported in John DiJulius, What's the
Secret to Providing a World-class Customer
Experience?
55
Comeback big, quick response gtgt Perfection
56
Acquire vs maintain 5X Recession goal Higher
market share current customers
57
8
58
(1) Amenable to rapid experimentation/
failure free (PR, ) (2) Quick to
implement/ Quick to Roll out (3)
Inexpensive to implement/Roll out (4)
Huge multiplier (5) An Attitude
59
  • Half-day/25 ideas
  • One week/5 experiments
  • (3) One month/Select best 2
  • (4) 60-90 days/Roll out

60
Four other really First things Before First
Things
61
1
62
If the regimental commander lost most of his 2nd
lieutenants and 1st lieutenants and captains and
majors, it would be a tragedy. If he lost his
sergeants it would be a catastrophe. The Army and
the Navy are fully aware that success on the
battlefield is dependent to an extraordinary
degree on its Sergeants and Chief Petty Officers.
Does industry have the same awareness?
63
In great armies, the job of generals is to back
up their sergeants. COL Tom Wilhelm, from
Robert Kaplan, The Man Who Would Be Khan, The
Atlantic
64
1 cause ofemployee Dis-satisfaction?
65
Employee retention satisfaction productivity
Overwhelmingly based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
66
People leave managers not companies. Dave
Wheeler
67
Suggested addition to your statement of Core
Values We are obsessed with developing a cadre
of 1st line managers that is second to nonewe
understand that this cadre per se is arguably one
of our top two or three most important Strategic
Assets.
68
2
69
XFX 1 Cross-Functional eXcellence
70
explicitly visibly relentlessly manage to XFX
standard!
71
Never waste a lunch!
72
Allied commands depend on mutual confidence and
this confidence is gained, above all through
the development of friendships. General
D.D. Eisenhower, Armchair General Perhaps
his most outstanding ability at West Point was
the ease with which he made friends and earned
the trust of fellow cadets who came from widely
varied backgrounds it was a quality that would
pay great dividends during his future coalition
command.
73
Personal relationships are the fertile soil
from which all advancement, all success, all
achievement in real life grow. Ben Stein
74
XF lunches Measure! Monthly! Part of
evaluation! The PAs Club.
75
XFX Social accelerators
76
XFX/Typical Social
Accelerators 1. EVERYONEs more or less JOB
1 Make friends in other functions!
(Purposefully. Consistently. Measurably.) 2. Do
lunch with people in other functions!!
Frequently!! (Minimum 10 to 25 for everyone?
Measured.) 3. Ask peers in other functions for
references so you can become conversant in their
world. (Its one helluva sign of ...
GIVE-A-DAMN-ism.) 4. Religiously invite
counterparts in other functions to your team
meetings. Ask them to present cool stuff from
their world to your group. (Useful. Mark of
respect.) 5. PROACTIVELY SEEK EXAMPLES OF TINY
ACTS OF XFX TO ACKNOWLEDGEPRIVATELY AND
PUBLICALLY. (Bosses ONCE A DAY make a short
call or visit or send an email of Thanks for
some sort of XFX gesture by your folks and some
other functions folks.) 6. Present counterparts
in other functions awards for service to your
group. Tiny awards at least weekly and an
Annual All-Star Supporters from other groups
Banquet modeled after superstar salesperson
banquets.
77
XFX/ Typical Social
Accelerators 7. Routinely discussA SEPARATE
AGENDA ITEMgood and problematic acts of
cross-functional co-operation at every Team
Meeting. 8. When someone in another function
asks for assistance, respond with more
alacrity than you would if it were the person in
the cubicle next to yoursor even more than you
would for a key external customer. (Remember, XFX
is the key to Customer Retention which is in turn
the key to all good things.) 9. Do not bad
mouth ... the damned accountants, the bloody
HR guy. Ever. (Bosses Severe penalties for
thisincluding public tongue-lashings.) 10. Get
physical! Co-location may well be the most
powerful culture change lever. Physical
X-functional proximity is almost a guarantee
of remarkably improved co-operationto aid this
one needs flexible workspaces that can be
mobilized for a team in a flash. 11. Establish
adhocracy as S.O.P. To improve the new
X-functional Culture (and business results),
little XF teams should be formed on the spot to
deal with an urgent issuethey may live for but
ten days, but it helps the XF habit, making it
normal to be working the XF way.
78
XFX/ Typical Social
Accelerators 12. Early project management
experience. Within days, literally, of coming
aboard folks should be running some bit of a
bit of a bit a project, working with folks from
other functionshence, all this becomes as
natural as breathing. 13. Work proactively to
give as large as possible numbers of people
temporary assignments in other functionsespeciall
y Finance. 14. Get em out with the customer.
Rarely does the accountant or bench scientist
call on the customer. Reverse that. Give everyone
more or less regular customer-facing
experiences. She or he learns quickly that the
customer is not interested in our in-house turf
battles! 15. Consider creating a special role,
or even position. Specialty chemical company
Buckman Labs established knowledge transfer
facilitators, effectively former middle
managers, with 100 of discretionary pay based
on success at spurring integration across
previously impermeable barriers.
79
XFX/ Typical Social
Accelerators 16. Formal evaluations. Everyone,
starting with the receptionist, should have a
significant XF rating component in their
evaluation. (The XFX Performance should be
among the Top 3 items in all managers
evaluations.) 17. Every functional unit should
have strict and extensive measures of customer
satisfaction based on evaluations from other
functions of its usefulness and effectiveness and
value-added to the enterprise as a whole. 18.
Demand XF experience for, especially, senior
jobs. For example, the U.S. military requires all
would-be generals and admirals to have served a
full tour in a job whose only goals were
cross-functional achievements. 19. Deep dip.
Dive three levels down in the organization to
fill a senior role with some one who has been
noticeably pro-active on adding value via
excellent cross-functional integration. 20. XFX
is PERSONAL as well as about organizational
effectiveness. PXFX Personal XFX is arguably
the 1 Accelerant to personal successin terms of
organizational career, freelancer/Brand You, or
as entrepreneur. 21. Excellence! There is a
State of XF Excellence per se. Talk it up
constantly. Pursue it. Aspire to nothing less.
80
More than performance evaluation/awardMore
than team accomplishment evaluation/award.Rath
er Specific and frequent and VISIBLE recognition
to INDIVIDUALS who have helped INDIVIDUALS in
other functionsor, for that matter, our own
group. E.g. BIG VISIBLE RECOGNITION for specific
acts, small acts more than large acts, of
selflessly helping others per se.
81
Youre spending too much time with your
bill-paying customers!
82
C(I)gtC(E)
83
Success doesnt depend on the number of people
you know it depends on the number of people you
know in high places!or Success doesnt
depend on the number of people you know it
depends on the number of people you know in low
places!
84
XFX 1 Cross-Functional eXcellence
85
Suggested addition to your statement of Core
Values We will not rest until seamless
cross-functional integration/communication has
become our primary source of value-added.
EXCELLENCE in cross-functional integration shall
become a daily operational passion for 100 of
us.
86
I am hundreds of times better here than in
my prior hospital assignment because of the
support system. Its like you were working in an
organism you are not a single cell when you are
out there practicing. quote from Dr. Nina
Schwenk, in Chapter 3, Practicing Team
Medicine, from Leonard Berry Kent Seltman,
from Management Lessons From Mayo Clinic
87
"When I was in medical school, I spent hundreds
of hours looking into a microscopea skill I
never needed to know or ever use. Yet I didn't
have a single class that taught me communication
or teamwork skillssomething I need every day I
walk into the hospital. Peter Pronovost, Safe
Patients, Smart Hospitals  
88
3
89
The doctor interrupts after Source
Jerome Groopman, How Doctors Think
90
18
91
18 seconds!
92
An obsession with Listening is ... the ultimate
mark
of Respect. Listening is ... the
heart and soul of Engagement. Listening is ...
the heart and soul of Kindness. Listening is ...
the heart and soul of Thoughtfulness. Listening
is ... the basis for true Collaboration. Listening
is ... the basis for true Partnership. Listening
is ... a Team Sport. Listening is ... a
Developable Individual Skill. (Though women
are far better at it
than men.) Listening is ... the basis for
Community. Listening is ... the bedrock of Joint
Ventures that work. Listening is ... the bedrock
of Joint Ventures that grow. Listening is ... the
core of effective Cross-functional
Communication (Which is in turn
Attribute 1 of
organizational effectiveness.) cont.
93
Listening is ... the engine of superior
EXECUTION. Listening is ... the key to making the
Sale. Listening is ... the key to Keeping the
Customers Business. Listening is ...
Service. Listening is ... the engine of Network
development. Listening is ... the engine of
Network maintenance. Listening is ... the engine
of Network expansion. Listening is ... Social
Networkings secret weapon. Listening is ...
Learning. Listening is ... the sine qua non of
Renewal. Listening is ... the sine qua non of
Creativity. Listening is ... the sine qua non of
Innovation. Listening is ... the core of taking
diverse opinions aboard. Listening is ...
Strategy. Listening is ... Source 1 of
Value-added. Listening is ... Differentiator
1. Listening is ... Profitable. (The R.O.I.
from listening is higher than
from any other single
activity.) Listening is the bedrock which
underpins a Commitment to
EXCELLENCE
94
(No Transcript)
95
Its amazing how this seemingly small thing
simply paying fierce attention to another, really
asking, really listening, even during a brief
conversationcan evoke such a wholehearted
response. Susan Scott, Fierce Conversations
Achieving Success at Work and in Life, One
Conversation at a Time
96
Fierce conversations often do take time. The
problem is, anything else takes longer. Susan
Scott, Fierce Conversations Achieving Success at
Work and in Life, One Conversation at a Time
97
Listen Profession Study practice
evaluation Enterprise value
98
Is there a full-bore training course in
"Listening" for 100 of employees, CEO to temps?
If not, There damn well ought to be.
99
Suggested addition to your statement of Core
Values We are Effective Listenerswe treat
Listening EXCELLENCE as the Centerpiece of our
Commitment to Respect and Engagement and
Community and Growth.
100
4
101
Complain all you want, but meetings are what
you boss do!
102
Meetings 1 leadership opportunity
103
Meeting Every meeting that does not stir the
imagination and curiosity of attendees and
increase bonding and co-operation and engagement
and sense of worth and motivate rapid action and
enhance enthusiasm is a permanently lost
opportunity.
104
FYI This is not a rant about conducting
better meetings.
105
Prep! Prep!! Prep!!! Meetings. Phone calls.
Emails. Conversations.
106
Meeting Theater
107
People First! People Second ! People Third!
People Fourth! People Fifth! People Sixth!
108
Business has to give people enriching, rewarding
lives
109
People First! People Second ! People Third!
People Fourth! People Fifth! People Sixth!
110
Business has to give people enriching, rewarding
lives or it's simply not worth doing.
Richard Branson
111
You have to treat your employees like
customers. Herb Kelleher, upon being asked his
secret to successSource Joe Nocera, NYT,
Parting Words of an Airline Pioneer, on the
occasion of Herb Kellehers retirement after 37
years at Southwest Airlines (SWAs pilots union
took out a full-page ad in USA Today thanking HK
for all he had done) across the way in Dallas,
American Airlines pilots were picketing AAs
Annual Meeting)
112
"If you want staff to give great service, give
great service to staff." Ari Weinzweig,
Zingerman's
113
"When I hire someone, that's when I go to work
for them. John DiJulius, "What's the Secret to
Providing a World-class Customer Experience"
114
Employees who don't feel significant rarely make
significant contributions. Mark Sanborn
115
No matter what the situation, the great
managers first response is always to think
about the individual concerned and how things can
be arranged to help that individual experience
success. Marcus Buckingham, The One Thing You
Need to Know
116
EMPLOYEES FIRST, CUSTOMERS SECOND Turning
Conventional Management Upside Down Vineet
Nayar/CEO/HCL Technologies
117
hostmanship/ consideration renovation
118
The path to a hostmanship culture
paradoxically does not go through the guest. In
fact it wouldnt be totally wrong to say that the
guest has nothing to do with it. True hostmanship
leaders focus on their employees. What drives
exceptionalism is finding the right people and
getting them to love their work and see it as a
passion. ... The guest comes into the picture
only when you are ready to ask, Would you prefer
to stay at a hotel where the staff love their
work or where management has made customers its
highest priority? We went through the hotel
and made a ... consideration renovation.
Instead of redoing bathrooms, dining rooms, and
guest rooms, we gave employees new uniforms,
bought flowers and fruit, and changed colors. Our
focus was totally on the staff. They were the
ones we wanted to make happy. We wanted them to
wake up every morning excited about a new day at
work. Jan Gunnarsson and Olle Blohm,
Hostmanship The Art of Making People Feel
Welcome.
119
The guest comes into the picture only when
you are ready to ask, Would you prefer to stay
at a hotel where the staff love their work or
where management has made customers its highest
priority?
120
Brand Talent.
121
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
122
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
123
Oath of Office Managers/Servant
Leaders Our goal is to serve our customers
brilliantly and profitably over the long
haul. Serving our customers brilliantly and
profitably over the long haul is a product of
brilliantly serving, over the long haul, the
people who serve the customer. Hence, our job as
leadersthe alpha and the omega and everything
in betweenis abetting the sustained growth and
success and engagement and enthusiasm and
commitment to Excellence of those, one at a
time, who directly or indirectly serve the
ultimate customer. Weleaders of every
stripeare in the Human Growth and
Development and Success and Aspiration to
Excellence business. We leaders only grow
when they each and every one of our
colleagues are growing. We leaders only
succeed when they each and every one of our
colleagues are succeeding. We leaders
only energetically march toward Excellence when
they each and every one of our colleagues
are energetically marching toward
Excellence. Period.
124
Tom, you left out one thing
125
Tom, you left out one thing Leaders enjoy
leading!
126
Les Wexner From sweaters to people! Limited
Brands founder Les Wexner queried on astounding
long-term successsaid, in effect, it happened
because he got as excited about developing
people as he had been about predicting fashion
trends in his early years
127
The leaders of Great Groups love talent
and know where to find it. They revel in the
talent of others. Warren Bennis Patricia
Ward Biederman, Organizing Genius
128
Three People!
129
2/year legacy.
130
The ONE Question In the last year 3 years,
current job, name the three people whose
growth youve most contributed to. Please explain
where they were at the beginning of the year,
where they are today, and where they are heading
in the next 12 months. Please explain in
painstaking detail your development strategy
in each case. Please tell me your biggest
development disappointmentlooking back, could
you or would you have done anything differently?
Please tell me about your greatest development
triumphand disasterin the last five years. What
are the three big things youve learned about
helping people grow along the way?
131
Promotion Decisionslife and death
decisionsSource Peter Drucker, The Practice
of Management
132
53 53
133
People are not Standardized. Their evaluations
should not be standardized. Ever.
134
Standardized Evaluations?Sports?Arts?Pure
talent-driven enterprises
135
The key difference between checkers and chess
is that in checkers the pieces all move the same
way, whereas in chess all the pieces move
differently. Discover what is unique about each
person and capitalize on it. Marcus
Buckingham, The One Thing You Need to Know
136
Evaluating people 1 differentiatorSource
Jack Welch/Jeff Immelt on GEs 1 strategic skill
(!!!!)
137
70 cents
138
Development can help great people be even
betterbut if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership and
Development, Google
139
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
140
2X
141
TP How to throw 500,000 into the sea in one
easy lesson!!
142
lt CAPEXgt People!
143
2X Source Container Store/Goal increase
average sale per shopper
144
C-level?
145
In the Army, 3-star generals worry about
training. In most businesses, it's a ho hum
mid-level staff function.
146
Why is intensive-extensive training obvious for
the army navy sports teams performing arts
groups--but not for the average business?
147
(1) Training merits C-level status! (2)
Top trainers should be paid a kings
ransomand be of the same caliber as
top marketers or researchers.
148
I would hazard a guess that most CEOs see IT
investments as a strategic necessity, but see
training expenses as a necessary evil.
149
No company ever Expended too much thought/Effort/
on training! ESPECIALLY
small company
150
Meanwhile in Rochester NY and Sao Paulo Brazil
151
Wegmans.
152
Luiza Helena, Magazine Luiza
153
4 Words!
154
The four most important words in any
organization are
155
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com
156
Tomorrow How many times will you ask the WDYT
question? Count em!! Practice makes better!
This is a STRATEGIC skill!
157
8 Words12 Words
158
Change the World With EIGHT WordsWhat do you
think?How can I help?Dave Wheeler What
are the four most important words in the boss
lexicon?Boss as CHRO/Chief Hurdle Removal
Officer
159
Change the World With TWELVE WordsWhat do you
think?How can I help?What have you
learned?Dave Wheeler What are the
four most important words in the boss
lexicon?Boss as CHRO/Chief Hurdle Removal
Officer Wha
t new thing have you learned in the last 24
hours?
160
Helping
161
Some Help With Helping Help works when the
recipient subsequently feels smarternot
dumber. Regularly help too soonand you will
set up expectation of inaction until your "help"
is provided. Help poorly conveyed spawns
powerlessness and resentment in
recipient. Helping requires a sniper's rifle or
surgeon's scalpelnot a shotgun or
machete. Helping strategies vary significantly
from individual to individualleave the cookie
cutter at home. Effectively "helping" may be
the most difficult leadership task of
all! "Help" is only truly successful when the
recipient says, and believes "I did it
myself!" Near truism Nobody wants help. But we
would all liked to have received
help. Guitarist Robert Fripp "Don't be helpful.
Be available. Helpful people are a nuisance."
162
(No Transcript)
163
2 /98
164
New day. New Game.
165
Things dont stay the same. You have to
understand that not only your business situation
changes, but the people youre working with
arent the same day to day. Someone is sick.
Someone is having a wedding. You must gauge the
mood, the thinking level of the team that day.
Coach K Krzyzewski
166
230 workdays 230 rosters
167
The Memories That Matter.
168
The Memories
That Matter The people you developed who went on
to stellar accomplishments inside or outside
the company. The (no more than) two or three
people you developed who went on to create
stellar institutions of their own. The long shots
(people with a certain something) you bet on
who surprised themselvesand your peers. The
people of all stripes who 2/5/10/20 years
later say You made a difference in my life,
Your belief in me changed everything. The sort
of/character of people you hired in general. (And
the bad apples you chucked out despite some
stellar traits.) A handful of projects (a half
dozen at most) you doggedly pursued that
still make you smile and which fundamentally
changed the way things are done inside or
outside the company/industry. The supercharged
camaraderie of a handful of Great Teams aiming
to change the world.
169
The Memories
That Matter Belly laughs at some of the
stupid-insane things you and your mates
tried. Less than a closet full of I should have
A frighteningly consistent record of having
invariably said, Go for it! Not intervening in
the face of considerable lossrecognizing that
to develop top talent means tolerating
failures and allowing the person who screwed
up to work their own way through and out of
their self-created mess. Dealing with one or more
crises with particular/memorable
aplomb. Demanding CIVILITY regardless of
circumstances. Turning around one or two or so
truly dreadful situationsand watching almost
everyone involved rise to the occasion (often to
their own surprise) and acquire a renewed
sense of purpose in the process. Leaving
something behind of demonstrable-lasting worth.
(On short as well as long assignments.)
170
The Memories
That Matter Having almost always (99 of the
time) put Quality and Excellence ahead of
Quantity. (At times an unpopular approach.) A
few critical instances where you stopped short
and could have done morebut to have done
so would have compromised your and your
teams character and integrity. A sense of time
well and honorably spent. The expression of
simple human kindness and considerationno
matter how harried you may be/may have
been. Understood that your demeanor/expression of
character always set the toneespecially in
difficult situations. Never (rarely) let your
external expression of enthusiasm/
determination flagthe rougher the times, the
more your expressed energy and bedrock
optimism and sense of humor showed. The respect
of your peers. A stoic unwillingness to badmouth
otherseven in private.
171
The Memories
That Matter An invariant creed When something
goes amiss, The buck stops with me when
something goes right, it was their doing, not
yours. A Mandela-like naïve belief that others
will rise to the occasion if given the
opportunity. A reputation for eschewing the
trappings of power. (Strong self-
management of tendencies toward arrogance or
dismissiveness.) Intense, even driven but not
to the point of being careless of others in
the process of forging ahead. Willing time and
again to be surprised by ways of doing things
that are inconsistent with your certain
hypotheses. Humility in the face of others, at
every level, who know more than you about
the way things really are. Bit your tongue
on a thousand occasionsand listened, really
really listened. (And been constantly delighted
when, as a result, you invariably learned
something new and invariably increased your
connection with the speaker.)
172
The Memories
That Matter Unalloyed pleasure in being informed
of the fallaciousness of your beliefs by
someone 15 years your junior and several rungs
below you on the hierarchical ladder.
Selflessness. (A sterling reputation as a guy
always willing to help out with alacrity
despite personal cost.) As thoughtful and
respectful, or more so, toward thine enemies
as toward friends and supporters. Always and
relentlessly put at the top of your list/any
list being first and foremost of service to
your internal and external constituents.
(Employees/Peers/ Customers/Vendors/Community.)
Treated the term servant leadership as holy
writ. (And preached servant leadership to
othersnew non-managerial hire or old pro,
age 18 or 48.)
173
The Memories
That Matter Created the sort of workplaces youd
like your kids to inhabit. (Explicitly
conscious of this Would I want my kids to
work here? litmus test.) A certifiable nut
about quality and safety and integrity. (More or
less regardless of any costs.) A notable few
circumstances where you resigned rather than
compromise your bedrock beliefs. Perfectionism
just short of the paralyzing variety. A self- and
relentlessly enforced group standard of
EXCELLENCE-in-all-we-do/EXCELLENCE in our
behavior toward one another.
174
A 15-Point Human Capital Asset Development
Manifesto Tom Peters/0615.12
175
Q3 2011/BLS3.1/Non-farm
productivity growth3.8/Non-farm
output0.6/Non-farm hours worked5.4/Manufactur
ing productivity4.7/Manufacturing
output-0.6/Manufacturing hours workedSource
Bureau of Labor Statistics/03 November 2011
176
A bureaucrat is an expensive microchip. Dan
Sullivan, consultant and executive coach
177
GeneticsNanotechnologyRoboticsOr GRIN/
Genetics, Robotics, Information technology,
Nanotechnology Or NBIC/ Nanotechnology,
Biotechnology, Information technology,
Cognitive science
178
A 15-Point Human Capital Development
Manifesto 1. Corporate social responsibility
starts at homei.e., inside the enterprise!
MAXIMIZING GDD/Gross Domestic Development of the
workforce is the primary source of mid-term and
beyond growth and profitabilityand maximizes
national productivity and wealth. (Re
profitability If you want to serve the customer
with uniform Excellence, then you must FIRST
effectively and faithfully serve those who serve
the customeri.e. our employees, via maximizing
tools and professional development.)
179
2. Regardless of the transient external
situation, development of human capital is
always the 1 priority. This is true in general,
in particular in difficult times which demand
resilienceand uniquely true in this age in which
IMAGINATIVE brainwork is de facto the only
plausible survival strategy for higher wage
nations. (Generic brainwork, traditional and
dominant white-collar activities, is
increasingly being performed by exponentially
enhanced artificial intelligence.)
180
3. Three-star generals and admirals (and
symphony conductors and sports coaches and police
chiefs and fire chiefs) OBSESS about training.
Why is it an almost dead certainty that in a
random 30-minute interview you are unlikely to
hear a CEO touch upon this topic? (I would hazard
a guess that most CEOs see IT investments as a
strategic necessity, but see training expenses
as a necessary evil.) 4. Proposition/axiom
The CTO/Chief TRAINING Officer is arguably the 1
staff job in the enterprise, at least on a par
with, say, the CFO or CIO or head of RD. (Again,
external circumstancessee immediately aboveare
forcing our hand.)
181
5. The training budget takes precedence over
the capital budget. PERIOD. Its easier fun to
get you picture taken next to a hew machine. But
how do you get a photo of of a new and much
improved attitude in a key distribution center?
But the odds are 251 that the new attitude will
add more to the bottom line than will the
glorious state-of-the-art machine. 6. Human
capital development should routinely sit atop any
agenda or document associated with enterprise
strategy. Most any initiative you undertake
should formally address implications for and
contributions to human capital asset development.

182
7. Every individual on the payroll should have
a benchmarked professional growth strategy. Every
leader at every level should be evaluated in no
small measure on the collective effectiveness of
individual growth strategiesthat is, each
individuals absolute growth is of direct
relevance to every leaders assessed performance.

183
Knowledge becomes obsolete incredibly fast. The
continuing professional education of adults is
the No. 1 industry in the next 30 years. Peter
Drucker
184
8. Given that we ceaselessly lament the
leadership deficit, it is imperative, and just
plain vanilla common sense, that we maximize the
rate of development of women leaders at every
levellittle if anything has a higher priority.
(It is an outrage that this has not been the case
until nowand is still not the case in far too
many institutions.) (And, while there are no
guarantees, women are more likely dispositionally
to take a shine to the imperative of maximizing
human asset development.)
185
9. Maximum utilization of and continued
development of older workers (to age 70or even
beyond?) is a source of immense organizational
and national growth and wealth. The rapidly aging
population, with oldies far more healthy and
vital than ever, Ought to be an opportunity
rather than a pain-in-the-butt to deal with.
186
10. The practical key to all human asset
development activities is the 1st-line manager.
(Sergeants run the Army is an accurate
commonplace. observationsupported by development
resources.) Hence development of the full cadre
of 1st-line managers is an urgentand invariably
underplayedstrategic imperative. Arguably, the
collective quality and development trajectory of
1st-line leaders is an organizations 1 human
asset development priority. (Consistent with all
the above, the 1st-line leaders skill at people
development is her or his top priorityfor which
she or he must be rigorously and continually
trained.)
187
11. The national education infrastructurefrom
kindergarten to continuing adult educationmay
well be National Priority 1. Moreover, the
educational infrastructure must be altered
radically to underpin support for the creative
jobs that will be more or less the sole basis of
future employment and national growth and wealth
creation.
188
Human creativity is the ultimate economic
resource. Richard Florida
189
12. Associated with the accelerated priority
of the national education infrastructure is a
dramatically enhanced and appreciated and
compensated role for our teachersthis must
necessarily be accompanied by rigorous
accountability. There is no doubt that
teaching (instilling) insatiable curiosity,
say, which is the 1 attribute of a creative
person, is no easy task however, there is no way
that it can be ducked if one looks at future
definitions of employability.
190
Every child is born an artist. The trick is to
remain an artist. Picasso
191
13. The great majority of us work in small
enterprises hence national growth objectives
based upon human capital development MUST
necessarily extend downward to even 1-person
enterprises. Collective productivity improvement
through human capital development among small
businesses has an unimaginably largeand
underappreciatedpayoff. While many small
business appreciate the notion, they are
unprepared to take the steps necessary to engage
their, say, dozen employees in seeking
productivity improvements.
192
14. Needless to say, the activities imagined
here will only be possible if abetted by a
peerless National Information and Communication
Infrastructure. Indeed, the work here is being
doneand the need is appreciated and reasonably
well funded. The effort must not falter the new
information-based tools are the coin of the
realm.
193
15. Associated with the above is a RADICAL
reorientation of leadership education and
developmentthroughout the enterprise/education/co
ntinuing education infrastructure. (E.g., Among
other things, the MBA and executive education
will require open-heart surgeryaimed at shifting
focus from finance and marketing to human
resource development. ) To deal with the most
likely future employment scenarios, leaders will
need to be masters of the liberal artssaid arts
are, again, the determinant of responding to the
emerging world.
194
Blame nobody.Expect nothing.Do something.
195
Globalization1.0 Countries globalizing
(1492-1800)Globalization2.0 Companies
globalizing (1800-2000)Globalization3.0 (2000)
Individuals collaborating competing
globallySource Tom Friedman/The World Is Flat
196
If there is nothing very special about your work
no matter how hard you apply yourself you wont
get noticed, and that increasingly means you
wont get paid much either. Michael
Goldhaber, Wired
197
The Rule of PositioningIf you cant describe
your position in eight words or less, you dont
have a position. Jay Levinson and Seth Godin,
Get What You Deserve!
198
You are the storyteller of your own life, and
you can create your own legend or not. Isabel
Allende
199
Distinct or Extinct.
200
BRAND YOU.NO OPTION.
201
The Brand You50 Fifty Ways to Transform Yourself
from an Employee into a Brand That Shouts
Distinction, Commitment, and Passion!
202
"The illiterate of the 21st Century will not be
those who cannot read or write, but those who
cannot learn, unlearn and relearn." Alvin Toffler
203
Do one thing every day that scares you.
Eleanor Roosevelt
204
Leading
205
MBWA
206
25
207
Im always stopping by our stores at least 25
a week. Im also in other places Home Depot,
Whole Foods, Crate Barrel. I try to be a
sponge to pick up as much as I can. Howard
SchultzSource Fortune, Secrets of Greatness
208
MBWAManaging By Wandering Around/HP
209
5K/5MSource Mark McCormack
210
5,000 kilometers for a 5-minute face-to-face
meeting
211
Even when times are tight dont short change
travel!
212
You Your calendarThe calendar never lies.
213
Your calendar knows Precisely what youreally
care about. Do you????
214
Dont gt Do Donting must be systematic gt
WILLPOWER
215
The one thing you need to know about sustained
individual success Discover what you dont like
doing and stop doing it. Marcus
Buckingham, The One Thing You Need to Know
216
If there is any one secret to effectiveness,
it is concentration. Effective executives do
first things first and they do one thing at a
time. Peter Drucker
217
Its always showtime.
218
You must be the change you wish to see in the
world.Gandhi
219
Its always showtime. David DAlessandro,
Career Warfare
220
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
221
The leader must have infectious optimism. The
final test of a leader is the feeling you have
when you leave his presence after a conference.
Have you a feeling of uplift and confidence?
Field Marshall Bernard Montgomery
222
A leader is a dealer in hope. Napoleon
223
Be explicit! Hire for it!Promote for it!
224
We look for ... listening, caring, smiling,
saying Thank you, being warm. Colleen
Barrett, former President, Southwest Airlines
225
Me first!
226
Being aware of yourself and how you affect
everyone around you is what distinguishes a
superior leader. Edie Seashore (Strategy
Business 45)
227
How can a high-level leader like _____ be so out
of touch with the truth about himself? Its more
common than you would imagine. In fact, the
higher up the ladder a leader climbs, the less
accurate his self-assessment is likely to be. The
problem is an acute lack of feedback especially
on people issues. Daniel Goleman (et al.),
The New Leaders
228
"Everyone thinks of changing the world, but no
one thinks of changing himself" - Leo Tolstoy
229
To develop others, start with yourself.
Marshall Goldsmith
230
The Have you 50
231
Mapping your competitive position or
232
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY ?
233
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a front-line employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
234
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a front-line
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
235
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail
(hour by hour) your calendar to evaluate the
degree time actually spent mirrors your
espoused priorities? (And repeated this
exercise with everyone on team.) 30. Have you in
the last two months had a presentation to the
group by a weird outsider?
236
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
237
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional
relationship that was a little rocky and made a
call to the person involved to discuss issues and
smooth the waters? (Taking the blame, fully
deserved or not, for letting the thing-issue
fester.) 44. Have you in the last two hours
stopped by someones (two-levels down")
office-workspace for 5 minutes to ask What do
you think? about an issue that arose at a more
or less just completed meeting? (And then stuck
around for 10 or so minutes to listenand
visibly taken notes.) 45. Have you in the last
day looked around you to assess whether the
diversity pretty accurately maps the diversity of
the market being served? (And ) 46. Have you in
the last day at some meeting gone out of your way
to make sure that a normally reticent person was
engaged in a conversationand then thanked him or
her, perhaps privately, for their
contribution? 47. Have you during your tenure
instituted very public (visible) presentations of
performance? 48. Have you in the last four months
had a session specifically aimed at checking on
the corporate culture and the degree we are
true to itwith all presentations by relatively
junior folks, including front-line folks? (And
with a determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
238
The Recession 44Forty-four Secrets and
clever Strategies For dealing Progressively
with the Great Recession of 2007
239
No peacetime generals in the history books You
will be measured by what you accomplish during
tough times. (And remembered by how you
accomplished it.)
240
44 Secrets and Clever Strategies For Dealing
with the Recession of 2007 You come in
earlier. You leave later. You work harder. You
may well work for less and, if so, you adapt
to the untoward circumstances with a
smileeven if it kills you inside. You volunteer
to do more. You dig deep and always bring a good
attitude to work. You fake it if your good
attitude flags. You literally practice your "game
face" in the mirror in the morning, and in the
loo mid-morning. You give new meaning to the
idea and intensive practice of visible
management.
241
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You take better
than usual care of yourself and encourage
others to do the samephysical well-being
determines mental well-being and response to
stress. You shrug off shit that flows downhill in
your directionbuy a shovel or a pre-worn
raincoat on eBay. You try to forget about the
good old days nostalgia is self-destructive. Y
ou buck yourself up with the thought that
this too shall passbut then remind yourself
that it might not pass any time soon, and so
you re-dedicate yourself to making the
absolute best of what you have now.
242
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You work the
phones and then work the phones some moreand
stay in touch with positively everyone. You
frequently invent breaks from routine,
including weird oneschangeups prevent
wallowing and bring a fresh perspective. You
eschew all forms of personal excess. You
simplify. You sweat the details as never
before. You sweat the details as never
before. You sweat the details as never
before. You raise to the sky and maintain at all
costs the Standards of Excellence by which you
unfailingly evaluate your own performance. You
are maniacal when it comes to responding to
even the slightest screw-up.
243
44 Secrets and Clever Strategies For Dealing
with the Recession of 2008-XXXX You find ways to
be around young people and to keep young
people aroundthey are less likely to be
members of the sky is falling school. You
learn new tricks of your trade. You remind
yourself that this is not just something to be
gotten throughit is the Final Exam of
character. You network like a demon. You network
inside the companyg
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